B HARVARD|BUSINESS|SCHOOL 400-036 Taran Swan at Nickelodeon Latin America (A) Taran Son (HBS 91), guneral manager of Nikalodeen Latin Americ, cable chal for ids, ‘nad coming feoings a she boarded the aleplane on June 30, 198, for wlat would be hr ls fight for several months Swan had served ab lsunch director and general marager of Nickelodeon Latin ‘Amexca sine Ils inception. (See Exhibit 1 for area the charoel srviced) She had walten the tusiness pla, compiled stam to latnch the chanel in Decernber 1995, and brought it trough fast 8 enon on the ale Under her leadership, the channel had ended is st year asthe ft rowing chanel in Latin America Now in its second year, her eam was pita on this postve ‘pomentum and building on ther experience. Thay had many elcal projets the works, seding the lurch ofa Portuguese language feed to service Brazil the largest macket within Latin America, and regotting witha erucl alate in Argentina, in hopes of reaching an additonal 15 milion ‘noma. These vould secure the foundation on which the channel would be out in the coming yes. Now, Swan was unexpectedly rtuming home bacause her four-nlh pregnancy had been iagmned as high-risk. Her doctor had ordered that he remain on bed ret forthe comtung months. ‘While Fappy to be setuming to her husband and home in New York, she was uneasy sboat ber sucden departure and all se was leaving behind. While her intention was fo contre to un the ano rom New York, she wondared If she shold put an interim lade in place inher sbence, fn £20, who among her team members she should select. No matte what her davon, she ‘uspesed she would face ne leaders challenges inthe months ahead, She could only speculate ‘on Watadjustmen's she would have to make in her working relationship ad style with er fam. Origins of Nickelodeon Latin America [iskslodeon, a cable channel for Kids 21 years ol, wa launched in the United Stats in 1979 and asquied by enterisinment powerhouse Visors in 1985. ee Exhib:2 for MTV and Viacom Structure and EXMbIt 3 fora discussion of the cable industry) Rather than showing only cartoons 2 was ipial of mos kids’ channels Nickelodeon produced a variety of programming, including lve tevin comedy, drama, animation, muse, and poets and game shows. Nicelodeon soon became the ‘most popular kid’ television charcel inthe country. By 195, in the United Stats i was the highest tod Sac cable network and had begun intermationl expansion. Exch international channel Nickelodeon subsequently Ininched fad is own on-air KSeniy and “logan,” while relying primary on programumung voiced over in the local language from the Nickelodeon bar. To malnain the Intgsty of the brand, the charzls were launched by @ ina A a Rc Amite rin Diy pd a. cw dv cy eB ot ee ‘Sen Cel tceomaat oar aeons payee ce tea ge ap ©1920 0 rt an of aC ar spi pin a pic ay ‘sb we re tae act ng Rr NA sg epee pany ‘Sia pap oahear nied es need wore panei erewoe Tenn Sant Noben ain Amr (§) “Nickelodeon International Swat team.” comprising of Nickelodeon people from the crporate office sho "ive and breathed the bran” They would come in several months before thelaunch, bulé ‘he channel from the ground up. then transition to local management. By 1988, Nickelodeon wat operating in more than 30 counts, 198, Taran Swan, then director of Busines Development for Nickelodeon Intemational had begun t explore opportnie in Latin America. Despite cxnpeling demographic, at etme it did rot lok promising Llin America wae volatile market subj fo Frequent currene) flutsstions fd devshations, nd the cable industry indeatrcture was in is infaey. In addi, Nickeledeon ‘had never ha» pan-eglonl channel~one channel serving mip countries ~and management wos unsure if and how this would allet Ge Business and ceative aspects of the channdl Nickelodeon turned is atanlion elsewhere, and in 195, decided to enter Australia and Germany. In May 1995, when the lnunch director in Germany was fling to perform, Swan was aled to replace [Nin For four months she wosked around the cok withthe Swat team, doing evsrything from fscuiing netesury equipment to making programming decsons. She soon lersed that in Intemational markets, even key decisions had t be made with minimal infomaton, Busiess projections id nately hold up, since they wore based om planning assumpuons that rarely ‘rptured the completes of the local competitive environment. Swan and her team succeeded in ‘ulin the chaste rom scratch, and within days ofthe on-air aunch in July 1955, ey turned ‘ver toca management. ‘When Sran setae to business development she agaln turned her atetion fo Latin Ameria ‘By 055, dirct broadcast satelite service was emarging, and the multichannel markt in much of {Uhtn Atverica had started to grow, Two leading media conglomerates had ented Se scene. The CCertoon Netrork had iaunched in 1953 and Fox Kids Network which tad a program tock on the Fox Enerisnment Channel, was panning © expond 3 24-bosr network by fal. Swantasieved tat the tie to go into Latin Arerca was nov, bofore the market bare oversaturated. With renewed intrest she spat he geste pact of 1985 and early 199 conducting due igen and writing the busines plan for enty ino Latin Ameren. In May 1996, he convinced the corporte leet allocate. developmen funds to move dw busines planning process forward. Based om her achievements in Germany, she was appointed launch direct. Taran Stan ‘Swan had been involved in busines development with Nickelodeon International fo three years (cee Exhibit for Sa’ resume), During that ina she had studied erry states for 10 counties, ‘ut Latn America had always ald particule appedl fer her. She reflec ‘We hd found that for Kids in Latin Ameria there was nothing on TV except forthe sae cd cartoons, Beene it wat largely a poorer, developing region, people thought ty could put anything onthe ai and thy did Nicklodoon was good for kids, gender newt, pro- evil tnd gave idea voice, We were 2 great brand witha lo of potential Plus, the dane ‘was realy in syne with the culture, s0T thought we'd havea high likelihood fr success. We ‘ould Baca the preeminent iid’ channels Lain Aeris “The New York office had developed a healthy skeptisim shout itematinal protons, After ‘much repetition ands carfl seview ofall key assumptions, they agrend upon a budge but before ‘Viacom would give fll corporate backing Soran would nee to prove es busines plan was viable by securing minimum distribution (siging up 2 millon Bousehels). Viscom had oan that NTV {aun America, Inunched in 199, was struggling, and they did not want to inves ix yet another“anaes ladon atl Ame (A) wae chunne without strong indicators that would sacred Inthe coming month, Svan would have to build the cane! all the wile knowing that at any point Viacom could “pull the plug,” Tt was ging to be challenge to persuade daebstore to allocate precious slot toa chanel that did not really ‘est Ts contol costs, her plan stipulated tht Nickelodeon would share inatructare and sa Advertsing sales, afiate tales, eearch, legal, finance, and human resources with MIV Latin ‘Ameri: based In Mam "aster agreement tat Viacom had never previously atempted. nan ‘could not hire anyone new until she ad fall approval. Unt ten, she would go ahead with he help fof the Nickelodeon International Swat Tears snd the shared MTV people. She and the Sia eam, Workirg Toward Corporate Approval Swar had some misgivings about having the MTV advertising and afiiate sles tame responsible for sling Nickalodeon a they were accustomed to woskang with a disney diferent brand. as one xacutive explained, "The Nickelodeon people have orange blood* MTV is mach mare hic generation X ae opposed to quitky ae id foc. IVs a very dleent bod, a dierent el ‘Swan vas now asking them to shit into “sarvup mode” and do additonal work with no ‘corrspanding increase in pay. She and the Swat team immediatly held "How-To Nilslodecn” ‘workshop wit the shared MI'V staff to famulrie and energie them about the brand. Selling the channel The task of securing distribution fall directly to MIV's alla sales team, whese ob it was to sign up cable afiletes, Swan decide, early on that~consstent with [Niskelodeen in the United States—they would not compromise tel rie or quality. Many operators im the cegion Id virtual monopolies over datbution, which made i dificlt to negotiate conoméaly attractive deals Tt was sisepiclly Important be onthe base platiorm of serie, ‘ecause advertiers wanted the broadest dlmbation posible customers had to pay a prema t0 ceive churns on the second or thd Hers Many cable distebutor: were wing to lace Nickelofeon on the base platforms however, they did not want to pay forthe programming. This ‘vasa proposon Nickelodeon would nat accept although some oft competion di Attricting advertisers Swan knew that equally lmpoctaat to alfliate sles was signing up adverts While Nickelodeon was a “dream pitch” as one MTV adversing sales person explained, fable advertising was inherently dificult sell Beaune there were few Eamets to enty fn Lai ‘America the ember of cable channels wae skyrocketing, so what was already “eral pi” was boing ctinto increasingly smaller pieces Both advering sles and aiiinte sales were completed bya lack of accurate market data or reliable sting, which made it dffeult to contact and pth competitive deals. Only 10% of the population had cable, ining intersted advertises to those wing to eget avery select audience Since Nickelodeon was pan-regional, adversers would need to se valu in advertising across the ene continent. Earl othe team decided olnnch with fo Separate fends-Northern and Southern—to allow advertisers to target somewhat mor’ loaizd ‘rkeis Swan already had iin the back of ber mind to eventually launch more dedicate fed, {itn Amen ar uc san hen ny snd a Minded esto nade secu tin tec tne eine pring nd mires rien nat, ml wold sree al fies re haa hcg ae oul pl om hr ns (SEER chy etna st ae ese pag aor tongose ‘Tuan Sanat Noe at AeA) ‘very early began ding programing into Portuguevein preparation fo Baz eed. She took he ‘isk that dicated fed to Bravl would eventually become franca viable, Differentiating the brand Although Swan had not yet determined what the Nickelodeon Latin Amores on-air image would be, shed = strong brand on which to bald. The dstietive, imeverent Nickelodeon brand war legendary Inthe United Stats tn 1984, noting the branding success f sister station MTV, President Geraldine Layboure had defied Nickelodeon’ identity: Our mission is to connect with kids and connect Ks with thet world shrough entrainment Our brand represen festive an aude, an ergnizing idea. If you're any [Kul in Americ. they assign a personality to Nickelodeon They inow whst we would doa ny suaion They think we're fanny. They thick walre muse. Tey thnk we're cook. They {hak we understand them. Insuch crowed marke, San saw her primary concem as capturing attention and dierentating the brand in order to convince afllates and adversser to choose Nickelodeon over the plethora cf othe channels. ‘Sivan decided inthe first of wht would become Nickelodeon Latin Ameri’ characterise “big ‘bets fo concentrate ts money and efforts on one major project to “male splash.” Donna Friedman ‘ncciber ofthe Swat eam who Bad alzo bean involved in the Germany Inunch, had the Santo throw a huge, brnd-experience party a oray, the largest eable Wade show tn Latin America Dawing approximately 15000 atendess, Swan and Friedman fltJomsas would be ago forum in Iwiich to generale brand awareness and demonatate how well “Nickelodeon knows ic.” Fredinan, a quistesental "orange blood,” wat known for her ereatity and asa ghlr fr the brand” Swan usted her instincts and knew she ad the creativity ané motivation to make the party {sucess Much fo the consternation ofthe New York ofe,Fiedmun and Swan invested & large percent of their money in the project Swan explaled, "To me, nt spending maney Is a way fo Eraure you never have longterm sucess” Swan and er team wer ll ot and created "ull town, banded, Kckexperinee party.” Atsndees could play socer ce be in vigeos and animation Everything was oversized, ta give them a Wie’ perspective. The party was a huge sucess —people stayed all ght and would el be alkng about years ate. The fea subeequorly hold erie of "Grow Doven” workshops with edverises, where executives were given a kids-perspective experience, complete with games, tye, and candy. Agate, ths was 19 demoastate how well ‘Nickelodeon knew kis. Swan reflected, “Tk was a big bet fo spend that mach on the party and ‘workshops It ould ave been a fotl fp, but we pulled it of, These marketing ffs overcarye ony boris pal wo be different.” Beginning to build her team —Indeod, omadss reste & sensaton and helped to generate ad and afilate eset, Swan, the Swat tam, and the MTV networks pele began to pu i pce the necessity channel infosrucure,induding Wanemission centers, programming braves, and Dvertshg contacts all with te clause contingent on final corporse cpproval One MTV employee ‘odced tht “Taran cid a grest job invalvng al the ferent departments anc allowing everyone to Contibte ideas om how to make the launch raccessful. Even the guy who took care of Se video Tray share his bpinions Bat it was not always easy, One RETV employee explained, “Tt was diet to switeh fom MTV to Nickelodeon. I ele schizophrenic pulled in two diretons.” ‘Thvoughout, Swan faced new leadership hurdles, She reflected‘Te Sant Wieden ate At) ose 1 was constantly struggling with how to motivate people, when the project could have bean polled at any time Iwasa ouch and chewleader, tying t gt people to putin the ours. tried to give people ownerstip and help them feet par of «tear. Just kept pushing, and kept beieving. There were days when to, waned to say forget But we could let this sp by. [Ewe digo in to Latin Americ] now, we were never going in. Meanwhile in anticipation 3f receiving approval, Swan worked with MTV's human resources sto find people for Nckelodson's dedicated programing, markeing, and Grance positions She ‘had convince Valerie McCarty curenly dzetor of iterasenal pubic elation for Latin Americe and the Carsbean a Turner Beadeating System, Ine. TBS) t0 eome on as head of public a8 0m {sth channe received ful corpora approval Mary, a raliv of Puerto Ric, was lapsed by ‘he operation and locked forward to moving to Miura Swar hed re! MeCasty only ance based on 8 recommendation from a trusted former colleague, but had been immediatly stack by her energy nd ably communiate. Sar also Yad her eje on candidate to lead programing Se had targeted Stephen Geodor, executive producer at Chanel (Va music chance! in Asia. Ged had previous experience with Niklodeon, was known as cratve genius, and Bad some familiarity oth Latin American culture. Svan knew he was exacly who she wanted and had been aggressively erating him since May. locke lle he was inigsed. Swan was also eager to convince Donna Fazdman, erator of te Jomads party, te stay on, though she was not sure La what role, Wile -odman’s single mindedness about the bard bad in the past aused some tensions with her pers, Sivan wanted heron baad bees of her contagious enthusiasm forthe brand and outofthe box {Binking. Swan was not aure ho to hie fr financeshe did not know of anyone within the Industry, s she begat ook outside Working with Conporste Approval 1m September 1956, Nickelodzon Latin Ameria finally secured its minimum distribution target, and obisned fell corporate approval (See Eshibt5 for timeline) Unlike in Germany, where Svan handed the management positon over io somgone local shorly ater Iauch, senior management ha asked her to commit to staying on as general maragee witha two-yess contac. Swan's bosses—Jef! Dunn, COO of Nickelodeon, aed at Nikalodeon headquarters in New York: and Tom Hunter, president of MTV Networks Latin America (and acting president, MTV Latin Americ) based i Miami~felt she was in many ways an obvious choie to lad the channa. She had writen the businass pln, had extensive experince withthe Nickslodecn brand, and had succesfully launched nother channel. They knew her to be a cles thinker and had confidence abe could handle the truss and administrative reporter, Dunn, however, hasbured some reservations about Swas lack of experience lead a larger organization and managing an ongoing pros and loss (PaL}. Due toa series of changes in serior management, Swan bad had five bosses inthe previous three years None in thee shot tenures had reprted evidence of tong leadership skis though she ‘had aeputaton for being excepioraly competent, warm and personable and people ked working, ith her Hor syle involved a reat del of delegation and while this had worked inthe pas ths positon wuld offer new challenges. In addtion Swan did no! speak Spanish Buen, and had no previous experience working in Latin America, Dunn and Hunter concluded that with Hunter in ‘Miami to give her support she was the best person for te fob. ‘Swan was thrilled forthe opportunity. From her time in business developmant she had seen that, wen a busines plan was developed and exerted by etizely diferent tam, offen the vision was ‘ot implement apt was conceved. This washer chance to take wha had gan aba "gle inher tye" though the on-ale launch and tum it into realty. As she explained, she was “wedded totheumber," #0 would be digent about meeting them: “Before in business development, wasnt ‘ccounable This ime I was, We would meet the projections because | aed those number” While She was nervous about the leap in respretbiity, she wae confident in her ability t earn. The oly dlrwwtck to this “dream jb" was that her hastnd wa sil in New York, se would need tobe Sway from biz, as she had often been forthe previous two years while bated in London and Gertany, They had never gone more than 10 days without sein each other. Viacom agreed #2 slow har to commute, spending every otber weekend in New York With approval Swan began to hire her dedisted Nickelodeon staf: McCarty azrved within the eck Sw filed te lower level postions quickly and brought inher department heads one by-cne {ibe coming months er “big bets" strategy extended to her Nres—she took risks and invested to {et good people Some ofthese hires were unconventional and she had © Sight New York for they but she ft tat balding rong tear of people n whom she could place her ust was rita She reflected | ocuse on geting the best team possible. wanted realy bright, ambitious people who ‘would give their al. T made clea to anyone who was going Yo work atthe chan ha his ‘rasa team, we were going 1 work together, we were ging to get along, There would be no individual agendas. I had ered in Germany that T wanted a muleimersional team —T itt want people saying “Ife ot sy ages or my responsiblity todo that" wanted them be invaved inal aspect ofthe busines, hey ould Become more well rounded, help each other and Bild on each thes areas, and vealy understand the business bette, Swan knew the different places ofthe busines had of together resmlealy~the chars! to rove a a "crab walk” Though the Nickelodeon tam would ltimately be based in the same bhulding ae MTV (in ofies tha would be under construction though spring of 1958 forthe time ‘being most ofthe dediated staf was housed tree bloks aay ina cramped conference roomice ten tat McCarty described a a “nay litle temporary space” To faclltate communlertion, San formalized Tuesday morning exscuive lam meetings. (Se Exhibit 6 for Nickelodeon Latin America ‘nective team and Exhibit? for brie biographies of selected staf) These wer intended to serve a {forum for commaniation and consensus-based decsion mung. The team had to make many Complex dacsians at they developed an image forthe channel that would be unique to she Lan ‘American mazket while consistent with Nickelodeon US. Those meetings were atended by ‘Sepatnent heads and other key people legal IR and sometimes Hunter). Swan would begin with her cw ato sce, then give ech department an opportunity fo discuss ther curent projects and thy citeal decisions, Eom the beginning Swan red fo encosrege her staf to question each oer ‘She also made a point of regulary cing relevant people on ema, Beate of al thelr preperation hi work in securing dstrbution, Swans new eam hit the ground ranting, but with ony 0 ‘months unll launch, they stl had many decisions o make anda great deal to do. ‘The Nickelodeon Latin America Team Programming and Packaging the Channel: Defining the On-Air Identity Swan knew all along that programming would be the "heart and soul ofthe channel” (622 Exhibit for an explanation of eble programming), and she had worked bard to convince Stepen [Grede, 36 10 lead i. She explained “He was the bet and that made the business best. I put in tensive personal time with him, ying fo get im psyched about th channel. 1 was wiling 0 give“ana Saat Nit aa Amete(§) coos bhi “King ofthe Hil" responsibility and pay him more than myself necessary." Grieder was ‘meditay infected with Swan's enthasiasm and business savy He explained what aired Hin nd convinces him to join svi president of Programming and creative director From the Rint minute, [sensed that Taran was very analytical and an exeemdy good ‘itor She tke probing orion about how Thad handled challenges fn the pat my work style and my view on what had to be accomplished to make Nickelodeon Latin America successful. As we would al lar, with Taran, you “ug your own hole: She'd listen and ‘arefaly querion Jour views, but once she had signed olf and had lnvested yous withthe ‘uthonty tat you were eid to your cams 1 was alao impressed by hee tremendous and true selfassurance. There was nog Involved: her only agenda as the channel's success. Through everything Taran sid and everyting she di, i was al about how will his support what we're tying to accomplish swisha” In early November, co Goede’ fist day of work Swan, McCarty, Friedman, and the rst of the ‘Swat foam held the fist of wat would become Nickelodeon Latin America’s enn ‘Meeting ~an offsite sateplc annng session in which they afimed and refined their density an decided on projects forthe coring yetr. At this juncture, Swan and her ter needed to define the ‘uique Nickelodeon Latin Anais iden of Ube on-air channel and determine how thy would “package the channel” Being pan-regional presented a challenge. They necded a message tit wold capitalize on the diversity of he T6-plus counties and thre languages Spanish, Portugues, and English they ould veach ars: Latin America andthe Caribbean, As one employee explained “Is not ust ‘toy all speak Spanish, so it'll the same In Braz i's Portuguese and even among the ‘countries that spesk Spas acens and dialects vary dramatically. Ukewse the culties ier NNateverything costes borders cal.” ‘working with focus groups they learned. tht kids were curious sbout their pees in other ountries Av a pan-regional service, they could harses this satura cuioiy by making kde the “ace ofthe char” rather thax following the example of other Nickelodeon international chaneels which oftes relied on ely honed graphics an slogans to diferente and communicate the brand Swan's tam decided instead thet Grieder should invest mos of the programming budget ino the snore expensive project of fing kids in Latin America, capturing their accents and lietyes a5 Srpot” to show on-air. Rather than dilating the caltral differences, this would permit thm 10 calebate each county's uniquenas, allowing Kids to bear others aed themselves be heard, Svan hoped that their slogtn “Nik teconecta a tu mundi” ~"Nicksiodeon connects you to your world” ‘would work to uny hide, eater thn alate them. Cedars team (10 people wh like Greer, ‘were all of Latin American dest) began to tum out stellar spots thatthe rest ofthe exeeutve wears loved and believed would draw kde to watch dal channel ‘San was pleased with Griecrs propensity to share creative ovmership forthe channel withthe ‘entre tea to bes leverage te channel's resoures, Fr strategic dais elated tothe brand and programming (nclading what was approprat o alt fom the US. lrary and whether / when to we Toca programming), Grieder costed the exectve team. They rejected the popular US. show "Ren and Stimpy, fr evimple, believing thatthe somewhat reverent eatoon would be found ofesive {nthe contat of mary Latin American fame. His peers quickly learned, though, that he wat protective of hs team. Soire complained to Swan that the executive team was net ot in on the {ceative process sufficiently er for their input to have an impact. Swan encouraged them to talk ‘with Gelder about thei concerts rather than approach his tam members diecly. ried always ‘ad an explanation for is actions For example, Pe Krew some ofthe graphics Wer os han sl, 7soos ‘an ran ot Nihon Latin Ameri) ‘but ashe pointed out they were the best his tam could do given thls budge allocation and the companys stategic emphasis on live-action ing. ‘Counting Dew to Chanel Launch Swan's tm moved quickly and worked around the clock, She worked clos with her naw Adeparmen beads, cazefalyeoviwlg the tne of the many deals thy were negotating, Hor sat ‘ulelylamed that he intense questioning many had experienced in thei ial interviews wa her standard syle One department bead explained: (On he one hand, Taran was easygoing and fur Bat she would ask and ask and ask o get ‘0 the botom of something, You would sy it to bet, she would say it back to you, co that ‘reryone would be 100% clear on what we were talking about. Once she gt Inermalon and ‘ew what you were doing, you had tobe consistent. She woul say, “You tld me x why are ‘you doing? I'm confused,” thon she would come on stronger. You relly hid to do your homework and stick tit She would get mad if someone red fo give her the rnaround. You ‘ere held scountable Taras et peeve was lf you werent hnking stzatepiealy you were just worlersoe she would Ise ath in you. She needed to nove your brain was not just on the taskat hand (On December 20, 1995, Nckslodcon Latin Ameria Inurehed a 2c-hour channel in Spanish, Portuguese and Engish that reached over 2 mon subscribers in 16 countries. They were en thet my. Marketing ‘Now dat he channel was ons, marketing rally had an actual producto promate, Swan knew thot having th right person to head dhe department woald be key, someone who beth understood the Nickeodean brand and could think about it srateialy. Whle she had looked for an outside person, she began to fee she had the untapped pote at her fingertip, within he channel Since Mears arrival i September, Swan had become increasingly aware of her cls: business sarvy ‘and natural Indereip skills. Though McCarty was oly 28 and new to the lend, Swan wat Interested in giving her adltonal responsiblity Fom hat fst day, Swan expand, McCasty had taken dary: ‘When she came into our temporary office spice, which was 2 fla ve, she came in and anid "Tava, his ig mess, Do you mind WT do. to get the space together?” fT was traveling she would step in and deal with issues a they came up or remind ie of what | needed to do. She always hed a point of view whather ft was in advering sales cr “Tihink you guys should look at this” She took the risk and would share i {ven if it wast always popular. Some might have perceived tas nosing i, bat Isat ‘evidence tht she neve fl ike something wae’ thc responsibilty, Another potiblity wes Donna Friedman, 28, who had decided to remain with Neelodeon Latin ‘Ameria postaunch and had eapresd intrest in learning more about the brder aspects of inal a marketing organization. Swan had boen mpresed wit Friedman's crea in planning the jomades pay and developing the innovative “Grow Dow campaign with advertises, Though Frledmnan’s experience was with creative, wan ft she ould harness her potental toward more smultiimensonl strategic thinking.“Rann Sanat ladon Lan Aen A) 03 Friedman and McCarty had worked closely in many ofthe pre-launch pubilclty and marketing poets and as the channel tam took shape pest launch, Swan suggested they become foal o- Fiepresidents of marketing Each would maintain additonal individual responses, McCarty ‘would heep publicity and thc on allt ole whe Priedman would handle advertising clas {dition to ota creative. Friedman explained “I staried sharing the ole with Val natural. To me [+ was en tri Solution, 1 kept tling Taran we needed to hire someone, but she said we were doing afi job 1 told her fa never done tis tore, but she sid," okay, you'll gure tout” Tara Id fathin us that we could lear todo itand week together.” Swan ft ths solution would ‘work fe the leg term because oftheir eomplemeniry sills and sles. McCarty had experience with aGrersing sales and afflite sales ap well ab Latin America, while Predman was strong {reatvey and wil Bu brand. Swan had to fight hard, however, to get the formalized ob sharing fpproved. Neither fad much previour mivksting’ or management experince. As futher Compleiton, Bork women would be commuting, Mecary’s husband lived in Arkanss, and ‘Frisdmn wanted to remain based in New York Despite the ist, Swan ft strongly that they were the righ poople for te job, and thatthe comming would not interfere with ther performance. ‘Viacom conceded that thelr selares would be adjusted to account for the comanutng expenses McCarty remembered the decison proces: ‘Taran was the one who proposed and championed our sharing the marketing position. She ras wiling to taketh risk because she wanled to crate a aructare which tapped into bot DDonoa’s and my respecrivetalens. By chant or statis, the jb sharing worked pest, DDonua and | were inaividal leaders in eran projects but always consulted with each ster land gave approval, Before meetings, we abvays coordinated. Shaving ike ths 15 not for ‘evenorest depenss on personality and sil st. ‘They qu found themselves busy with thse fll-time roles Swan had fought for them: now they shad to dives CConssten with Nickelodeon Latin America's trademark “ig bets” statgy, Swan and McCarty ‘ach ass lend initntives aimed o develop the brand, Frsdman iad primary texponsibity for Nik Veo [Nickelodeon Live") a wansation ofthe cable trade shov party nto a consumer evert for ‘is, Launching in January, Nick En Vieo would vist 12 cites in sh counties and aimed to reach OD kts. McCarty managed Ayu «fu Mano ("Help your World", a consumer campaign based on. promotion run by Nickelodeon US, It would encourtge Kids to volunter and become engaged In their sommunites, sonsistent with the Nicsiogeon Latin America vision. The feam planned ‘exploit ech ofthese evens to te fle atracing advertisers and aflits, and obtaining market research Friedman and McCarty both continue to orgiize everything from creative materials and ict al campaigns to able show booths and cocktail parties for potenti advertisers and ‘lates They worked very closely with te sles departments, ensuring thatthe stengih ofthe Nickelodeon brand was being maintsned by people accustomed to selling MV. Some alspecple ‘were esstant to what thy perceived as interference Swan would give what Fridman described as “smart and stratepic business directives” while leaving tie ceaive aspect up fo them. She als pushed them fo thik broadly about the implicntons thee cosine, l'Swan felt they fad not euftenty thought trough how a particular promotion ‘would afct other departments, she would encourage them to “find out for me.” When they had [urtion they went te the executive team, whide would decide on specific deal such s what ies [Nice En Vioo would vis and the best way to publicize Ayu « Mundo, At one meeting, Swan usted wheter the poster gic elacte for Nik en Vio publicty was presenting the right overall ‘message forthe channel. The feam acknawiedged her concer, but conetuded that the poster was00% ‘Taom Sana Nice Ltn Ameria (A) fine One department ead described: “The whole tam decided onthese issues, Weell touched every project no ane worked in a vacuum. People cae in saying Tearmake thet decison on my own Tt Srasnota qoeston of not being empowered; we simply fl lke we needed the whole group. We all ‘apes ech lhe, But when there wae not consensus, Taran made the elms.” The “Advertising Sales Problem” [Nickelodeon was a creatively lead company, but a Swan explained, “The best programming and marketing in the world would aot pay she bile” Advertsing snes were enical 9 revente [trating advertiser was proving mere difclt than Swan and her sles tar had anticipated, I ‘was ot clear how much hey should adapt othe local marke, ice Latin Ameriean norms alfred from and often ran counter to Nickelodeon US. policy. Thre was traditionally more product lvegraton in Latin America the ines between shows an commerials were often Blurred sich at program characters were often used as promotional characters, Aso, die! sesponse commercials frets cocamon, in which a phone number would be shown for lise to ell im eirectly®0 order a product These questions sparked frequent debatos among the executive tem. In Februsy 197, as they were becoming increasingly concerned about the lack of progress Swan snd Hunter decided it was time to reorganize the sles organization. The same people sling bath MI and Nickalodeon was not warking, since each channel argeted illren mazke's and atracted Aldferent advertisers, Swan selected Janet Syme, who had been wth MTV for three yeas, ar the dedicate vce president of advertising sales for Nickelodeon. Byrn was to report to Harry Neubaus, ‘who Swan and Hunter hzed as vie president of advertising als for MTV Network, Previony ‘ce president of sales for Tomer Intemational Latin America, Neuhaus, of Mesiean descet, had ‘experience in Latin Ameria sales and alco with kids, having worked with the launch ofthe Cartoon [Network in Brant He would have the ultimate advertising revenue budget responsibilty Implementation was not ax smooth as Swan had hoped, and yroblems arose Between Neuhaus snd Bye almost immeitly. The evo diagieed on mary parla ~fo example, Byrne wanted to sit with the dedicated Nickelodeon staf hile Neuhaus warled the sales team t9 be located {ogeher in the MTV pace, Within tro weeks, Byme approachel Swan and sad she would not report to Neuhaus. Swan agreed to mod the organizational chart include a dot line reporting fecaonship with Bye, bat insisted the formal reporting relatonsip with Neahaus would remain Swan found herel? spending e grat deal of tine “paying rere,” meeting with Byene and [Neubaus spacaely, Afr executive tam meting hich bolls tended, Shey would each approach Swan with he individual percepuons ofa forcarts and pls ‘Bye wes proving to bea great “spaskpig" forthe business, She was aggresive in contacting sdvertsers and really got the business moving. Swan found, however, that she was neglecting to folow tough wih ens, and somatines used tactics consist with the brand. In addition she tess not mesting er pumters reliably, While she was passionate aout er job, te tam fund her ‘ict to work with becsade of her volte temper. Bjene angered at Friedman's porcaved "over: tmoniterng” ofthe brand, and at Neuhaus's “micro-maraging and meddling” After one incident in which ahe fling an objet across her ofee Swan suggested to Bre tha the ob ft would rot wore ‘eel forthe long erm. Inthe meant, San Figured out that Byene was ine as long as she did not feel challenged or dleespestd Swan pot a great dal of nergy into “dsarming” her. Sian began to Inversaw for her rplacement goed people were very hard ofind [Neuhaus continued to split his ime between Nichelodeon and NTT. He quickly became fie with Swan's love of amber, He explained, "The biggest challenge was giving har the umber:Tea Sanat Nido La Ame A) ose oul tel er where we'd end Ue year, butt had a harder time with the shor-erm peojectons She ‘corstanly challenged me. She thought all advertising sales people kept move inthe drawer than they'd tell you so they'd look batter than they sounded at the end ofthe yea” Like Fis pees, Neuhaus leted that iting deadlines wae a good way ear Swan's rust Eventually he began to notice that Svan was becoming ews handson He explana ‘She asked sally geod qusstions because she rally just id not know the anaes She wae really good st asking, “Did you think about Wis thal why not is?” Av che sarted tnderstanding the business more, she began questioning less and accepting the uncetaies, Her shit in tinkingcccurred afer we could prove that we knew what we wee doing and she had confidence we could do our Job, So than her qunstion was, how do we work win the Affiliate Sales _Adfiite sales was st bullding on thee momentum from he Iaune, continuing to move forward with ner eable and satelite operators and to improve thelr poston with cunt operas. Swan ‘vas focused on thei mest important pending deal withthe largest sorvice prover in Argentina, CaSevsion/FCL Nickelodeon was currently carsed by the second largest Operator, and is deal ‘would allow them o reach an additonal 15 rilion homes. ta Hering, senior director of Affilate Sales for MTV Networks, who had been working for MTV Networks Latin Ameria for tec years, ‘wat responible for man‘ging the negotiations The deal had Deen dragging for several months. She tenerally worked independently, but Svan was becoming increasingly involved ab the deal would fot clos. Bosause she eid ot epeak sent Spanish, though, Swar ft mite ly her ova, aby 0 ood mestngs Herring was based n Nickelodeon Latin America's Mexico satelite ofice, 0 she would conference-cal ito executive etm mastings. After one parclaly inverse mectng, she appeoached ‘Swen and sad she was feling attacked, thatthe tan was trgling her too mach and did not tunderstand ve difficulthe deal wes, Svan felt Herring bas point asthe executive team meetings ‘had become fly heatse asthe team had developed Swan's sje of question, Stan explained that Herring was heaingtrstatonaboat the situation, mata dec atack or hes She suggested that Herring should give regular situs reports onthe deal even there were no pensive deveapmen's, salher than neglect to mestion tat all. ‘Swan enjoyed working with Perigs Guzzoo, epional afilate director under Hering who had been with them Wrough the launch and continued to pich Nickelodeon as well as MIV. Of Fallan/El Salvadoran descent, he spoke Sparish, Portuguese and English and bad deep failactty ‘nih the region, He wa enger to leam sbout the busines from Swan and dié nt hesiate to ask (fesionsf ge a broader sone of the business, Hle wae impresed at he amount of tine Svan ‘vould give him, He valced that “you always fle he knew what you were dang. And she never feegotto give pat ontheback” ‘The Bottom Line ‘wast thoughts were never fr from the bottom line, Despite the morass of deta o which she had to attend, she remained focused on the overall business statogy_ Amidst some conovery, Swan had hired Rey del Valle 36, in March 1997 as head of france for Nickelodson. De Valle, from Federal Express, had the busines skills Swan dasied, though he di not have experience inwoos “aan Sein Nickle Ltn Amer (A) entertainment But Swan had targeted hm immediately as being what she needed, and she fought for him for several mosths, Dl Valle remembered Long after {had started working at Nickelodeon, I lame that {had been screened out sft the inal sterview, and Taran hada’ seen my rss Tt wat’ unl tro months Inter ‘hat se somahcw received my résumé ad decided then ta she wanted o see me She knew what she wanted=someone smart enough to figure out the business, with planning Dxperence. She saw that'd warkod in lots of diferent areas, that [new diferent aspects of planning, finns of, and felt | decerved a shot eo {was brought back. We hit t olf Teouldet have git & shot without hex She's always seen things that alt of other people on’ soe. rember that when I came back afer interviewing she was 0 excited Io see ie gain ke we'd ben fiend forever, She remembered ive! Iwao unbivable. el Vale worke closely with Swan, leering about the industry fom her. His lfce was next doce t has, though he actuely reported tothe vice president f Finance for MTV Networks Latin “America. One emp ayee noted, “Taran and Rey both loved nambers to ee them together was ike ‘musie” De! Valle always accompanied Swan in meetings with th ad and afllat salespeople, Del ‘alle come inselasely Ite compared tothe rest ofthe samy and was not mediately comfortable ‘wth the "big bet” szatgy. Swan had given hn responsibilty to monitor the departments’ budgets, tnd he inisally chalenged a numberof ther deison, ether to Soran ors executive team meetings. Dal Valle emtmbesed, “could bellve we were spending 20 mich ancy, for example, on Aud 1 Tu Mund, {did come across strong, and sometimes shut people down without meng t, Tas just trying © particpate inthe exchange of des. was told tat twas’ waste of money, but ene ff the thngs we wate about” The others didnot always zeact well o his commen's They respected that he war very smart and analytical with 2 “bilan business mind” but felt he nde task ‘more with Swan to understand the business. Swan expllned He would cone running tome an say, "Look what theyre going to spend on this” And ‘would sy, “Wel, why do you think were going to do this?” I tic to help hi se that what te thought was jst thawing naney down the drsin were actualy inlalives tht really broke 1s ut om the ompetive pack 1 would say to hi. “T ust them as managers that they are ot gong o go ver thei overall badge. Let them be manager, anc et them decide, Ii ure fut that they runout of money in November instead of December, well then they learh & lesson” I happened to like Rey eye, but some other people may have found i ite bit sesive. Swan leo wanted decslons tobe base! on research and hard numbers, She and Huser hired 2 ew vice presicent of research for MTY Netwarks Latin America Rebecca Bearden, 52. Bearden ‘explained what etricted her {wanted something with more ofa brand, Both MTV and Nickolodeon were realy strong, and Iwas excited to work with bath of them In adition Twas really npressd by Tava Het probing was indoatve of her insight nto people. AP my iterview, she ake re ed the uallaive or quttatve side of research beter ssid you can't have oe without the other Think he asus trying ofr ot how Think. In adaition to quantitative studies, the research department implemented a number of creative sualiative project. Thy did a seras of photo studies in which Kids wore given cameras and 3 Juma to docomenttheir daily lve. These photo journals eveled a reat deal the eam about the ‘epon purtculaly Duminating dilerenees between counties. Thay aso hed if-house fos groups ‘Tis information suded programming and marketing decisions also lowed the team to provide %‘aan Sean atNisklden Lat Ae (4) wae evidence to afiintes and adverse and thecefore matin how well "Nickelodaon knows weds Managing Tensions ‘Managing Internal Pressures “The pace remained fat throsgh the your after the channel unch By summer 1997, the chanel had grown t 30 people Swan suintancd a relatively leas team because she didnot want to over- Iie and then be force to cawnsize if the chancel had budget dificalies. She consti looked foe sways to keep her tam challenged so they would not be lured by headhunters, who were aly oniacting her salt to fil porkons with other new operations in Latin America” The sll Wa ‘constandy wavelng fo Latin Azerica as they continued to do deals and work with the lca offices in ‘Argentina, Mexico and Brazil As much as one-third ofthe group Would go away for any given ‘onmamer or sales event Even it Mian the talf was split betwen to offices, and to make mates ‘wots, only the sf inthe MTVofc ould actly view the ona channel, ‘With al the movement and rer peopl, war geting harder to maintain the ies exergy and integrity of Nickelodeon. Swan became Increasingly adamant about her Vision. She explained, “It ‘wast just about the business. Te whale culture of Nickelodeon is aboat kids I noticed that when fit arrived in the company -feople talked aboat Hida At Nichlodaoa, people would realy sy, ‘Kes woulde® ke that Ht woud make them fel bod about thmsaves, 50 we shouldn't do it” To seliiythe bran and mission Swan and Friedman held sces of "Grow Downs” (the workshops tied for advertising executives, with staf as Hay came on, Some were immediatly taken by te Nickelodeon philosophy, while others were more resistant. Bearden explained, “People ket saying they were ‘moved by the Grow-Dowrs: I though eas col but wasn't moved. It became 8 ig joke —could Rebecca be ‘moved? But by now I've bean completely brainwashed by the Nickelodeon ‘rand.” The ke-fcused envionment was evident in and around te ofice: people dressed casually sand fltcomforiable bringing Hels Kids ito work: toys ined many cubicles; and they passed ext ‘andy atsome meetings ‘Meanwhile, Swan, McCarty and Friedman were fying in and out on weekends Swan's assistant, Sonia Schwarz, served as her point person, making sure teal information reached het. AS tne sted, Swan bepan to spend exasional Mondays in New York, but even with all her flying she only Inuseed two executive torm mertngs (oth because of arcane) Swan ude a point to spend many ‘rockend in Miami 10 explore he cy alone and wi her husband, and to socialize with her tam bf hours, MeCany’s mother lved nowy, so she was often available on weekends. Friedman, onthe other hand, was a Nev Yorker trough ae through, and spent few weekends in Mim Some of hee fuherdinats grumbled at having to reaange Whar schedules around her Fiday afteroon Aepartues although they admited her work ethic was unsurpassed. “The team began oma some “proces corrections” fo increase commaricaton The cane! had begun hold bony Update Meetings afer Swat’ tea oredr that norman was ot fring dows far enough The one hour ering were aed as "show andl” for departs “Wit agg gout i Lain Anca sens many edward in wa ey lng set sarap emp nn Aci Aig ann nn Sov cok Sdnee “Tenn Swan Ncaoeon Ltn Aner) to catch everyone elve up on what they were doing. At fs, Swan halved the meetings, but alter ‘veal months, based on fandbeck from an intemal survey they dager a system of rotating leaceraip, Schwarz would asec different perion from sny level ofthe organization 1 lead exch week: While Swan wa italy ervous tat the meetings would become inet she was wing {ogre itary and agreed to meet biey with each week’s leader before the meeting, The meetings Continued fo run smoothly under the new system, and es one stereary commented, the experience tras exxponesing Inthe fall f 1997, the executive tam held their second annual Synergy Meeting to determine thei strtegy for 198, A they consinaed to grow, there ware trades betwen bulling the brand and bringing n evenue. For @ampla, they struggled with the question of Rew to balance the use of lizime betveen as which would bring in diet revenue) and Nickelodeon promos (which were {nfended to build the brand and audience over the long tem). They also deatnd whether the creative “vestments slicient, given their budget constraints In another “big bet te team decied tht inthe coming year thay would invest lgnifcant funds in developing promotions and specials to Cincide with the summer 1998 World Cup soccer toumament, They would ereate profiles of kde tnd do interviews with socer’s biggest sas, asa way of looking et the Wosld Cup through Kid oye. [ickelodcon Latin America ened thei et yoor on st with 5.2 milion subsribers, Althoush they mined by 11% their reverse budget for advertising sales, they met ele overall bottomline budge. Thelr consumer events had been wildy sucessful ard they were developing more and mare ‘band ewatenes in the tepion, Swan remembered, “To see Kids Who had been 50 ehderserved 80 nappy convinced me hat we were balding sl esteor.” ‘As they entered thei second year of Nick En View and Ayuda «tu Mundo and wee constanly coming up with new ideas forthe World Cup special riedanan began to fel tha there were 100 ‘any isoleted metings going on about the various iluatives. She created a weekly Nickelodeon Trttves meoting to serve asa time to update and make decisions on all the varous projects simultaneous, with everyone present. McCarty explained, "Everyone in Ue chaneal had 5 voice, {ut you ned to be there fo patpat, Come or dont come, fut things would move forward.” (One senior member ofeach deportmer plus someone ese from any level had tated. At st nether Grieder nr Swan atended. McCarty ard Friedman eventually requested that Grieder Nmselt "ted thay fet the desslons that came up needed tobe made by him. (Overall the executive tun was working well together. One department hrsd explained, “People would refer to some of our ofits or meetings as loveless! because everyore was So excted about bur group and what we were doing” (ee Exhibit 9 for resls from a Nickelodeon Latin America temmployos curve.) They were a hungry tam, always cage for new Wess anc challenges. Inevitable {fovion emerge, as each department worked hard fo met thet own goals an drive the channel forward. Everyone remained fastated about the “advertising sales problan” The fous on the ‘busines brought them all ogeber. Swan's suatogic thinking rubbed off on them, and over tne, ‘here was a noticable evolton toward people ike Grieder aking tough, business questions ofeach ‘other Sivan wae the proces of looking fora replacement for Byzma, and hd her eye on someone ‘dt Vale had recommended fom Federal Express, ‘Managing External Pressures Swan found herself ot only managing down, bot up. Viacom was introducing mare stringent ‘controls on interatonal rubsciaris,s0 Swan had to painstakingly justify her expenditures and «Tenn Sant Nido Li Are (A one progress, Early on. she had begun the practice of compiling be-wveekly executive notes from her Ecpartnent heads, whict she Grculsted in New York Increasingly, people asked to be on her CGrculation list To further Increase commuricalon with the New York office, she iltated Nickelodeon Latin Amurca Board meetings, attnded by Duna, as well a the president of [Niskelodson and the managing dcector of Nickeladaon Interrational. The Soard met quai, ‘ltemating between New York and Miami On one osesion Dunn and some of Mis colleagues vised ‘Argentina tose how thechaal was peogesting on the ground, Shaving infasracture with MTV became more complicate asthe channel moved forward. Wile both channels canine to work together an learn frm each oer, budget terslans developed. As allocations change besiae ofthe overall MTV Networks Latin America budget Swan foun cel having te pay more for her shared staf (dl Valle, Bearden, Neuhaus, Hering) To makeup fori she ‘was force fo cut the prosaming and marketing budgets. To iereae commuricaton beeen the two channel, Swan and Hunter began holding Town Hall, pracice adopt! fom Nickelodeon US. Twice year forte hours, these meetings were a ime or both groups to show what hey bad ‘oen doing an to “olchampion” ‘Aste second year bean, Swan was face with inzeasing external pressure. The Latin American economy had been sock for the past several months, folowing economic ei in Asin Swan Rad fnllpnte currency risk a 2 pomblity when wing de busiass pla and made I leat her Alepactment heads that hey should not aust their budgets. Ax one executive explained, Swan wat “ee steps ahead ofthe game a peacetime leader who arcanged so we never had to go to Wat. ‘They consinued © work raz and planted to launch dedicated fed inthe coming yet Moving the Business Forward In March 198, the tum began to move into thelr new ofice downstairs fom MTV. It was wery “Nickie,” with ortge and purple wall and Nickelodeon characters everywhere. (See Exh 10 for & pictue of the Nickelodeon offic) Several tlevsions showed the chanel, and the ‘blackboard ining the walls were immediatly covered. in brighty-colored messages and doodles sent in by Kids fom the rion The tam was thle to inaly be cata inthe same epce In ave, ‘when inl construction was eomplowed they had an oficial opening pat “Toward the end of spring Sivan prepared her spouch forthe wpcoming Town Hall with MTV at tbe end of une, She war exited to share the progres Nickelodeon had made. Cralvely, te channel ‘vas pong strong, Grieders group was corstamly Rading innovative ways te connect with Kids, Including a senes of or-ar promotions, sweepstakes, and stuns. Her marketing tear was becoming owen a the best masking tam in Latin America, By this Ume, McCarty had moved fal ime © Miami Nik Ew Vow nto second yar had visited eight cto in fve counties and reached an ‘timated 60000 kide and Aye «Tu Mundo would begin again win weeks ‘See Exhibit 1 for 2 Photograph of Nik Ex Vso) ‘Swan also wanted to emphasize the afflate sles tam‘s achievements They had tiled suteriber bate since latch, now at 63 millon homes. In the previous fev months, they hid tence into Paraguay end had expanded in Chile and Menico, Outside Lain Americ, ay were pursuing # program Block to reach the US-Hiopanc market. They had begun nogotitons with “Telemundo, the Spanish inguage xoudcaste inte United States. Svan was si frstrated with the Cablovsion/ TCL deal, which fa no closed. She ha become very involved with iat is point, worried that tdi not happen soon, it would not happen aleos “ana Swans Ned ata Ames ‘There was finally porive progress to report for advertising sales. Byrne had jst left Her replacement Antonio Camo, tad arived fram Federal Epres in China. He had experience in sales, ‘but never in advertsing, and Swan had had to ght hard for him. They had a few big accounts coming in and fad just signed on ther frat SSI0000 dient. Most important, Swan was ready # fnnounc that they would be hunchinga dedicated feed fr Brazil in August This would allow ther fo atimet more local adverters in Bran. They had secured cariage on all of Bras maj systems—a major feat given tat thay id not have a chanal that was fly Portuguese while selig. [All programming, on-ir graphics, and spote forthe ew feed would be in Poreguese 8 coy proces nthe coming months they fad aot todo Leaving Miami Just days before the Town Hal, Swan learned fom her doctr that she had to return to New Yor {ox the dation of her pregnancy berate she would no longer beable t fy She tld each of {department heads one-on-one, ten eilled& channel mowing and informed her stall. She planed = ‘ay ehvough the final Town Fl and have a going away party that right. Tbe morning she woke up Ihr speech, though, she ended vp a the hosp, McCarty stepped in and presented the pst, and Swan got on pave the following day. _AaSwan sat on the plane she pondered the major projects hat were Inthe Works that could make or break the channel's future, particulary the Cablevison/TCI deal andthe Braildedicated fed ‘She wondered if she sould te tbeo continue to lead the channel fom he: bed in New York. Beep fornewly arrived Antonio Cano, her eum was accustomed to working with her from afr, via email telephone, and conference call, Schware could continue fo monitor information flaw fro Miami te [New York and serve asthe man point of contact and gatekeeper. Swan's thoughts moved quickly to the August Synergy meeting which would be a ercal juncture for determining the chant stenogy and bg bts nthe coming yea, She was already concerned about how se would handle nd her other leadership responsibilities. Would she have to adapt her ale and working ‘elatonshis? She wondered she should appolat an itv decor during her absence, andi ‘whom "see "Tr Sn den LatAm ("NG NOY ea copy fh Towe al ph“Tana Sans ictlndeon ati Ans A nie Exhibit Map of Ares Nickelodeon Latin America Savesos ‘aan SranstNiilcon Lain Amer) xibit2 Viacom and MTV Networks Structure, 1957 Viacom, | Blockbuster Video Schuster vil Mrv | | Nickelodeon [Exhibit Cable and Setelite Television induetry Desrption Inthe Unted States, Nickelodeon provided kids’ programming ona 24-hour channel. By the mid 1960, i had more than one billion dollars commited to ergnal productions, and had developed a tiiqueibaryof animation and live-action shows all fom aKa’ perspective In order to distabute ths progremming it would ell th chanel cable nd satelite operators. Cie tevin wat means of ransmiting television signals by wire oeubseribers, Subscriber ‘woald pay #onetine feo have a technician come into the residence to instal the service, then Imonthly subscription fe for a “bas” platform of channels, including local television stations several community access chants, and saleciod specially channels such as CNN, TBS, ard ‘Nickelodeon Inadtion, cable operators generally offered upto tee "ters" of additional specily channels for which the subcrber would have to pay extn. Nickelodeon aimed to be caved on the Sasi platform, though in some mackets where capacity was not availabe, they would be placed on 2 tr, Over ime, they would work to esprve tele postoning. By 1985, Nickelodeon was a base ‘channel all over the United States, Nickelodeon also sold ite channel to satelite operator, who ‘worked bythe same model a cable operator, except stalite operons ranted thi television Signals via satelite Subseribers bought or leased a lsh, recelved a sigral dvet-o-home, and then pid a monthly fe fo basi service, with the option of accepting adetional es‘aan Sean et Nido in Ae §) wee hibit Taran Swan's Résumé abridge) isnt 7998 experience 195 prsent 190.1982 summer 1999 19951989 personal ‘TARAN BUCKLEY SWAN HARVARD BUSINESS SCHOOL Boston MA, Awarded MBA. Jane 1571. Menber of Marketing Cub. Educaton Chat Alcan ‘Atvesca Stade’ Union annual Career Alumni Conference, NEW YORK UNIVERSITY Courat astute of Mathemates New York, NY Caneel all course equtemnts for MA. in Computer Since, Thesis required fe degree ener UNIVERSITY OF CALIFORNTA Deskeley, CA ‘Avandoa. 9 Computer Soenc, June 1984 NICKELODEON/MTY Networks [New York, NY & London, England Vie Pee, Interuational Channel Development. Manage th ievlopmen, anc tnd ongeng operations of Ncklodsor’s Intemational television busines in Lan ‘Amerie und ssid European countries. 2 Goccinted all specs ofthe Nickelodson Gemany launch ar provided ongoing persion supportand safe decor. + Lent inmmatonal expansion in Latin Ameria and Canada, atively partipte in bsrase development aciver in Europe, South Alc, and is, ar lp frm frat lances and parnerahipe Director, Business Development. Developed strategies and businns plas to expand [Niceslodeor's pom presence Provided sae drction and culated new Busnes ‘opportunites seos intentional operations 2 Develped strategies for entering Europe Lata America, Aust, Ila, and China. 2 Bice eprom pi rey Asan Gayo Lt ‘WALT DBNEY STUDIOS Burbank CA, ‘Senior Baines Planner, Shui Planning. Coordinated stele business planing fot ‘alt Dary’s Filmed Entertsinman divion, which icles the eat ome 0, and abieburcenvegrents FP" Dueoed projet tans responsible for evaluation of new business ‘nave, ‘esament of expansion propos for edstng operations, and formulation of [melita long em busines sags, + Managed. preparason of businae plans summurlang strategic bjeves, compre ewironmens, conomes and rak/eeward poles of poposed Senior Bsiuss Plane, Inerationil Pay TV and Home Video. Asst dzacon of dsy-today operons! “decision muting related 1” yfoduct mend rarketing/ tribution trate Summer Associate, Featre Animation. Developed atategy for expansion of this division shasta ott SALOMCN BROTHERS INC New York, NY Vice President Instiutional Sale (promote from associate 1969. Devloped ponfoloranagerent and hedging strategies fo 30 Bacal nts ATT BELL LABORATORIES Holadel, NJ Membr, Technica taf Designed image procs sstem for rato vison reser Mentor disadvantaged high school students though DC Hrs (198-9) Knowledge of pani Bnjoy reading at houe/ orig my rel a ying“una Sanat Nchloeo ata Ameria A) Exhibit Timeline of Key Events october 1995 May 1996 September 1996 October 1936 December 1996 January 1997 Rebruacy 1997 March 197 saty 197 March 1998, June 1998 Swan begins writing the Nickelodeon Latin America busines pla, Nickelodeon offically announces it will expand ito Latin America ‘ble tradeshow party, Swans fea secuzesminmm distin and obtains corporate approval, Valerie Meaty ons Steps Gri. ‘SustSymergy Mesting. ‘ichelodeon Latin Ameri Inches on Doma Fridman decides to stay with the chan. st “Nick Ee Vito" our Begs Rete Bann aries. amy Neshowe aves ey al Val aves rst "Ayuda te Mundo" campaign ‘Nickelodeon team leaves heir outpst office for new space in MTV building. Byrne eaves; Antonio Canto aves, Swan leaves for Neve York.‘DON ‘nase ' a ' wens ee - KAU [momuy MET ONON AL = TWAT i SEY ET ORPORPN= “DIN 56.0 ANTON HHNNEY UNE] WOOPORAEIN, 9:Exhibit? Blogtaphis of Selict Nickelodeon Latin America Tearn Members Rebeccs Bearden, Vie Present Research, MTVNL. Porto Jlung MIVNL, Bearden was exccub> uector af internsonal televise at Twentieth Canty Fox, where she crated and supericed Fox's Intemational esearch department Jane lyre, Vice President Advertsing Sales, NICKL Piet pining MIVNL, Bye was maionst sales anager of the Telemundo Grogp, ine. where she was responsible for managing sales to US ‘Hispane markets oon the Utd Stats, Rey del Vall, Director France, NICKL. Prieto oining NICKL, del Vale worked for 13 year ia final planning et Fads Latin America, Norwegian Cruse Lines, and is barking Gouteart Bone Contr Ba ‘Donna Friedonan, Vie Preitent Marketing and Ascaite Creative Director, NICKL. Prior to jining Nicky Frediman served at senate csi diet afar for Nikalodeon Intraoral, nd Iranaging producer, Nickelodeon Ineracive/Visom New Madi. Fradman co-ewhores the ghy touted “Flow to Nickelodeon” handbook, the erignal ide to the cable nerves brand entity ane ‘Pilowophy, under te guidance of former Present, Ncklodeon/ Nick at Nite & Vice Caiman, MTV ‘Rewovis Geraldine aj bourne nd Soot Webb, Excstive Creative Diner, Nickelodeon, Peru Gaz2olo, Regional Milt Director, MEVNL Pir to jlning MTVNT in 1985, Gazzalo was ‘an account manager for Teer del Mando, a Lain American news cable network. He was ‘poral for averting tales ad was invlved inthe netwrk launch, Prestousy he was relona ‘Barager al Plysindo (USA) ine atextecompry. Steve Giiede, Vice Present and Cresve Diretor Programming, NICKL Before joining NICK, Grinder wore for Star TV in Bong Kong at eect produce of Chal [V] revo, he served Gentive decor and managed Carre! VJ nanch Grader bean is area! MTV Nett, boling ‘arows pois at Nickelodeon and MTV, tluding cresve dectr, MIV Asa, dletor of erat promotions MTV Asin and ser produce Nickelodeon/ Nick at Ne ita Hering, Snir Decor Ala Sales MIVNL Prior t joining MTVNL, Herring was eictr 0 Insematinal ditetion ot th Telemando Network, where she implemented the networks barter Syoztion operton in Latin Arica Sh eater wa Secor of intrnatonal sleet INI Entrainment Group wisn she supervae he lcnsing of IN Sms videos, a and lesion a Lain America and Europe Huary Neahewy, Vice Presidnt Advertsing Ses, MIVNL. Prot to pining MTVNI, Neuhave was vce present regional manage, Lain Ame fr Tuner lnenaonal where he Waa responsible fot {developing the Lain American elves sales busines for CNN Iveratieal TNT in Ameri, and Cartoon Network Latin Ameri ‘Vslese McCany, Vice resdont Maratng and Communications Niketdeon Latin America. Prior joining Nekelodeon, McCarty sav creer of international pbc restos, Latin America and he Cea, for Tune Broadcartng Sytem, Ine (TBS, AtTES she coordinated all pli relations efforts TStding orth Cartoon Network in Lain Amin Previously, McCarty worked for RET Media Seve, "Tiss louse media pinning and beying groun where she was responsible fr the company’s internaocal and’ ade media lanaing/buying. McCarty began har carer at Fahgren & Sink a ‘Atania, Georgia where she worked in he media depart as planer buyer Sonia Schwarg, Executive Assistant, NICKL. Por to joining NICK, in 1997, Schware as with MTN forfour yas[Eshibit® Nickelodeon International Programing nil, Nickelodeon International management believed the best way to customize Niciclodcon ln foclgn torte wae to angen local peogumning Thay soon dain’ tho Nickelodeon’ nathly ‘Seong progennming Wary was actually quite unique, and superior to mast local programming, ‘pons Their animation faraated wel when dubsed, and their ive action programs, while Shriousiy American, were uniquely Hi-ocused, They believed kids would identify with te eld gonsts and taracend the eularaldflerences, Most ntrrational Nickelodeon chars were at least 50% Nickelodeon programing. DDecslons tobe madefn Nickelodeon International programlng: 1, Whattousefeom the existing Nickelodeon US ery 22 What local programming to obtain, 3. Howe toloealze (package) the channal (seca spots, slogans, graphics). 44. How to arrange the lineup of shows, 5 Selection sad taining f dubbing houses to “nat simply translate bat eather anafonn” the ‘programs fom English ito local languages. As Grleder polnted ou tis was a creative process to which Nickelodeon Latin America devoted much time and attention and which ‘iferentiate irom ts competiors. A fay linen Engsh was not mecesnly fanny when. ‘eanlatedIteraly into another language. Ifthe wansformaion was not done come, a program covld lowe tone, spe and hamor.eee fe se] gt FF aee fe le ee feecceeecehl eee ] exeeh] eceehl ech] cee ce ef] et € { eeeecedeg] ene f seexh] eeeehl eeenneezp] eae | geesb] eneabl seb] gee £2 ele ¢ & El aececeees| «£2 fl ee ieeeseeeet| exe f| cexeh| eceek] eek] eee ce eh) tte‘em Sean atNiklaeos ats Amsia (A) 000% EshIbICID New Nickelodeon Otfices, Opened June 198